Enterprise management using an enterprise program office (EPO)

RELATED APPLICATION

0001This application claims the benefit of U.S. Provisional Application Ser. No. 60/411,807 filed Sep. 17, 2002, and is related to U.S. application Ser. No. 09/891,634, entitled “Program Management System and Method,” filed Jun. 25, 2001.

TECHNICAL FIELD OF THE INVENTION

0002This invention relates generally to enterprise management and more particularly to enterprise management using an enterprise program office (EPO).

BACKGROUND OF THE INVENTION

0003The complexity and volume of work handled by an enterprise is often significant. Much of this work is triggered and reported through existing relationship channels, potentially leaving the leadership of the enterprise somewhat in the dark until an issue surfaces and client emotions possibly run high. Enterprises often encounter a lack of leadership into the activities of the enterprise, leadership visibility into the level of performance of the enterprise, a consistent approach to projects and programs, effective information flow, a process to authorize projects and programs, a mechanism for determining enterprise-wide inter-client prioritization, and a mechanism for ensuring that accounts or clients are informed or consulted on enterprise-wide projects and programs. Within an enterprise, these shortcomings may also be coupled with a lack of communication outside of existing relationships among employees and the existence of multiple projects and programs addressing the same or similar issues in different pockets within the enterprise. This structure may make it difficult to manage the enterprise's complexity, in addition to raising other issues such as leadership dissatisfaction with the enterprise's performance, leadership frustration, employee confusion, and financial exposure.

SUMMARY OF THE INVENTION

0004According to the present invention, disadvantages and problems associated with previous enterprise management techniques may be reduced or eliminated.

0005In one embodiment of the present invention, a management structure for managing an enterprise includes a governance structure responsible for making leadership decisions for the enterprise and an enterprise program office (EPO) responsible for reviewing projects and programs of the enterprise. Each project includes a temporary endeavor of a portion of the enterprise, having a defined start and end, and being undertaken to create a product or service within specified parameters of cost, time, and quality, and each program includes a number of projects. The EPO implements EPO processes to coordinate and analyze projects and programs to compile reporting information regarding each project and program, provides the governance structure with visibility into projects and programs through such information, and provides recommendations to the governance structure. The governance structure is responsible for reviewing the compiled reporting information, administering decisions based on such information, and communicating the decisions to the EPO to instruct the EPO as to how to proceed.

0006In another embodiment, a system for establishing an enterprise-specific enterprise program office (EPO) and an associated enterprise-specific EPO web site includes a server system operable to communicate with a plurality of client systems each associated with a corresponding enterprise. A database associated with the server system contains an EPO toolkit accessible to the client systems using the server system. The EPO toolkit includes a customizable EPO web site shell providing a generic EPO web site structure on which an enterprise may base an enterprise-specific EPO web site for an enterprise-specific EPO. The server system is operable to receive from a user a request for the customizable EPO web site shell, retrieve such shell from the database, and provide such shell to the user for customization, if desired, to create an enterprise-specific EPO web site shell with features particular to the corresponding enterprise.

0007Particular embodiments of the present invention may provide one or more technical advantages. For example, in certain embodiments, an enterprise program office (EPO) may provide oversight, verification, and control of information technology (IT) projects and programs, product design projects and programs, construction projects and programs, manufacturing projects and programs, or any other suitable projects and programs. The EPO may provide this oversight, verification, and control of projects and programs possibly by leveraging best practices, exercising knowledge management, and applying innovative thought leadership. The EPO may provide integrated views of business information with insight to enable effective business decision-making and aid in the alignment of client and account business strategies. The EPO may enable the enterprise to increase revenues, reduce costs, achieve performance objectives, and manage growth through more effective use of organizational resources. These processes may complement other project and program management methodologies to complete the management spectrum from project to enterprise.

0008A toolkit enabling the EPO may provide the foundation for maintaining enterprise-wide processes, which may enable insight into the “white space” between projects and programs by identifying interdependencies and aligning approved projects and programs with the enterprise's business strategies. The EPO toolkit may improve project and program management performance, which may for example: increase financial performance (i.e. increase on-time and in-budget project performance), provide accountability for projects and programs that will be clearly defined, provide visibility of projects and programs across the enterprise, and provide visibility to executives of the new business pipeline and resource capacity requirements. The EPO toolkit may provide the EPO as the common source for project and program status and business value assessment. This may involve, for example, consolidating business metrics pertaining to the client to enable improved visibility and analysis of trends and the opportunity to trigger projects and programs proactively, to proactively inform the executive leadership of projects and programs at risk of reporting a financial loss to the enterprise, and to maintain or enhance client satisfaction.

0009Utilizing the EPO toolkit to establish an EPO and a leadership, or governance, structure may facilitate a common voice to the client, whereby the EPO may serve as a touch-point to the client that provides visibility into what is going well and what is not going well within the enterprise. The EPO toolkit may provide the structure and support the governance structure needs to successfully review projects and programs to determine which projects and programs should be stopped, started, or redirected. The governance structure may provide an enterprise with the following benefits, as examples: providing an integrated enterprise perspective; streamlining decision-making; avoiding duplication of effort; prioritizing investment decisions; ensuring business and technology alignment; improving project and program management service delivery; allowing focus on external marketplace and clients; and ensuring planned benefits are achieved.

0010Systems and methods incorporating one or more of these or other technical advantages may be well suited for modern enterprise management techniques. Certain embodiments of the present invention may include some, all, or none of the above advantages. One or more other technical advantages may be readily apparent to those skilled in the art from the figures, descriptions, and claims included herein.

BRIEF DESCRIPTION OF THE DRAWINGS

0011To provide a more complete understanding of the present invention and the features and advantages thereof, reference is made to the following description taken in conjunction with the accompanying drawings, in which:

0012<figref idref="DRAWINGS">FIG. 1</figref> illustrates an example enterprise and project management framework;

0013<figref idref="DRAWINGS">FIG. 2</figref> illustrates an example relationship between the projects and programs of an enterprise and the enterprise vision and mission;

0014<figref idref="DRAWINGS">FIG. 3</figref> illustrates an example of an EPO serving as an intermediary between one or more EPO processes and a governance structure;

0015<figref idref="DRAWINGS">FIG. 4</figref> illustrates an example governance structure and EPO interface between governance and stakeholders;

0016<figref idref="DRAWINGS">FIG. 5</figref> illustrates an example enterprise request management-initiate request sub-process;

0017<figref idref="DRAWINGS">FIG. 6</figref> illustrates example categories for projects and programs;

0018<figref idref="DRAWINGS">FIG. 7</figref> illustrates an example enterprise request management-estimate summary sub-process;

0019<figref idref="DRAWINGS">FIG. 8</figref> illustrates an example enterprise scope management process;

0020<figref idref="DRAWINGS">FIG. 9</figref> illustrates an example enterprise communication management plan and example interdependencies of manager interfaces, EPO interfaces, and governance interfaces;

0021<figref idref="DRAWINGS">FIG. 10</figref> illustrates an example enterprise issue management process;

0022<figref idref="DRAWINGS">FIG. 11</figref> illustrates an example enterprise risk management process;

0023<figref idref="DRAWINGS">FIG. 12</figref> illustrates an example enterprise performance monitoring process;

0024<figref idref="DRAWINGS">FIG. 13</figref> illustrates an example enterprise financial management process;

0025<figref idref="DRAWINGS">FIG. 14</figref> illustrates an example life cycle for a project or program as it relates to EPO processes and governance;

0026<figref idref="DRAWINGS">FIG. 15</figref> illustrates an example rollout schedule of EPO processes;

0027<figref idref="DRAWINGS">FIG. 16</figref> illustrates an example system enabling establishment of an enterprise-specific EPO and an associated enterprise-specific EPO web site using an EPO toolkit;

0028<figref idref="DRAWINGS">FIG. 17</figref> illustrates an example logical arrangement of example EPO tools associated with an EPO toolkit; and

0029<figref idref="DRAWINGS">FIG. 18</figref> illustrates an example method for establishing an enterprise-specific EPO and an associated enterprise-specific EPO web site using an EPO toolkit.

DESCRIPTION OF EXAMPLE EMBODIMENTS

0030<figref idref="DRAWINGS">FIG. 1</figref> illustrates an example enterprise and project management framework <b>10</b>, which may include a project management level <b>12</b>, a program management level <b>14</b>, and an enterprise level <b>16</b>. As just one example, framework <b>10</b> may represent a multi-national enterprise comprising multiple subsidiaries and divisions. Although the term “enterprise” is used primarily to refer to a business organization, the present invention contemplates management of any suitable organization and the term “enterprise” is intended to encompass all such organizations.

0031Project management level <b>12</b> may include one or more projects <b>18</b>. A particular project <b>18</b> may include a temporary endeavor with a defined start and end undertaken to create a unique product or service. The particular project <b>18</b> may also include a temporary endeavor undertaken to create a unique product or service, the project <b>18</b> being focused on achieving a specific objective within specified parameters of cost, time, and quality. Project management layer <b>12</b> may include a methodology for planning, monitoring, adjusting, and controlling a series of projects <b>18</b>, while considering budget, time, resources, and technology constraints. For example, the methodology included in project management layer <b>12</b> may include any suitable project management methodology, such as those incorporating industry-accepted project management norms.

0032Program management level <b>14</b> may include one or more programs <b>20</b>. Programs <b>20</b> may include a comprehensive view of interrelated projects <b>18</b> focused on the creation of a deliverable or providing a service. Programs <b>20</b> may include a group of dependent projects <b>18</b> that together may achieve one or more key business objectives to maximize the value of their collective benefits, programs <b>20</b> possibly being focused on achieving broad business change objectives and benefits. A particular program <b>20</b> may blend the rigors of project management level <b>12</b> with a strong focus on customer interface, governance, and interdependencies between projects <b>18</b> and other programs <b>20</b>. A program <b>20</b> may be established for pursuit, development, consulting, infrastructure, operational, design, or manufacturing efforts, or for any other suitable reason according to particular needs. Program management level <b>14</b> may provide for the administration of a group of interdependent constituent projects <b>18</b> that together may achieve one or more business benefits, although, in certain embodiments, not all projects <b>18</b> are managed by a program <b>20</b>. An example program management level <b>14</b> is described more fully in U.S. application Ser. No. 09/891,634, entitled “Program Management System and Method,” filed Jun. 25, 2001.

0033Enterprise management level <b>16</b> includes at least one enterprise program office (EPO) <b>22</b>, which may operate one or more enterprise projects <b>18</b>, one or more programs <b>20</b>, or a mix of one or more projects <b>18</b> and one or more programs <b>20</b>. EPO <b>22</b> may be responsible for coordinating, consolidating, and analyzing projects <b>18</b> and programs <b>20</b> throughout their life cycles within a particular enterprise, possibly filling the void of project and program management activities required at enterprise level <b>16</b>. The enterprise may include corporate systems, infrastructures, business processes, and capabilities, as well as product design, construction, manufacturing, or any other suitable projects and programs, possibly throughout global geographies. EPO <b>22</b> may provide key leadership members of a particular enterprise, such as within a governance structure of the enterprise, with integrated enterprise views of all projects <b>18</b> and programs <b>20</b>, possibly illustrating their interdependencies. EPO <b>22</b> may design, develop, and maintain processes for an enterprise at enterprise management level <b>16</b>. These EPO processes may be applied to projects <b>18</b> and programs <b>20</b> that are approved by the governance structure of the enterprise, possibly providing a view from enterprise management level <b>16</b> of all approved projects <b>18</b> and programs <b>20</b>. The EPO processes may also help managers of projects <b>18</b> and programs <b>20</b> by providing a vehicle to elevate required information to, and receive feedback from, the governance structure for awareness, support, guidance, assistance, direction setting, decisions, or other suitable purposes. EPO processes may compliment methodologies at project management level <b>12</b> and program management level <b>14</b> to help complete the project management spectrum from project management level <b>12</b> to enterprise management level <b>16</b>.

0034Assessment and visibility of projects <b>18</b> and programs <b>20</b> and their performance in meeting agreed-upon objectives with key performance indicators may also be a function of EPO <b>22</b>. These functions may include consolidation, research, analysis, and integration of projects <b>18</b> and programs <b>20</b> into an enterprise view to be presented to the leadership of the enterprise. Key performance indicators may include decisions from the governance structure, EPO processes and deliverables, and any other suitable indicators. An EPO deliverable may include a component product or output such as test results, hardware, software, or documentation that makes up part of a delivered solution resulting from one or more EPO processes. An EPO deliverable may also include an agreed-upon work product, process output, or other tangible evidence of the satisfactory performance of work. The foundation for EPO deliverables may be project and program management methodologies, which may be included in project management level <b>12</b> and program management level <b>14</b>.

0035EPO <b>22</b> may allow an enterprise to streamline, move to common practices, and globalize business processes, particularly with respect to those projects <b>18</b> and programs <b>20</b> that span multiple business units and traverse multiple geographic locations. Robust enterprise consolidation of project and program management may become necessary as this coordination becomes more challenging. EPO <b>22</b> may provide the structure and support the governance structure needs to successfully evaluate, develop, and implement projects <b>18</b> and programs <b>20</b>. EPO <b>22</b> may enable an enterprise to increase revenues, reduce costs, achieve performance objectives, and manage growth through more effective use of organizational resources.

0036<figref idref="DRAWINGS">FIG. 2</figref> illustrates an example relationship between projects <b>18</b> and programs <b>20</b> of an enterprise and an enterprise vision and mission <b>30</b>. Business and technology strategies <b>28</b> of the enterprise may be linked to an overall enterprise vision and mission <b>30</b>, which may be defined by the governance structure of the enterprise. In order to manage the appropriate value outcomes for EPO deliverables, it may be desirable for a strong link to exist between an enterprise's business and technology strategies <b>28</b> and each project <b>18</b> or program <b>20</b>. To build this link, clear roles and accountabilities for each organization (e.g., project or program management team) may be defined between the business and technology plans <b>28</b> and the individual projects <b>18</b> and programs <b>20</b>. By connecting projects <b>18</b> and programs <b>20</b> to the enterprise governance structure, managers of projects <b>18</b> and programs <b>20</b> may have a direct line-of-sight to the measurable business and technology plan objectives <b>32</b>. In addition, EPO <b>22</b> may define criteria or threshold requirements for registering projects <b>18</b> and programs <b>20</b> that enable the oversight of key projects <b>18</b> and programs <b>20</b> within the enterprise.

0037<figref idref="DRAWINGS">FIG. 3</figref> illustrates an example of EPO <b>22</b> serving as an intermediary between one or more EPO processes <b>36</b> and governance structure <b>38</b>. EPO processes <b>36</b> may be associated with various knowledge management methodologies <b>40</b> and program and project management methodologies <b>42</b>, which may be derived using resources associated with project management level <b>12</b> and program management level <b>14</b>.

0038As illustrated in <figref idref="DRAWINGS">FIG. 4</figref>, in one example, governance structure <b>38</b> may include three major governing bodies <b>44</b> providing key executive leadership. Governance bodies <b>44</b> may jointly form steering committees, governance boards, or other suitable groups that authorize how to proceed with projects <b>18</b> and programs <b>20</b> (e.g., whether to start, stop, or redirect them). Key functions and responsibilities within governance bodies <b>44</b> may include ensuring compliance to business plans and technology strategy and direction, conducting progress reviews of projects <b>18</b> and programs <b>20</b>, and evaluating actual benefits gained to planned benefits as a result of deployment in comparison.

0039Governance body <b>44</b><i>a </i>may concentrate on the focus of the enterprise and may be responsible for setting the strategic direction of the enterprise. This may include providing strategies and standards with respect to project and program management practices throughout the enterprise, maintaining visibility as to all approved projects <b>18</b> and programs <b>20</b> to ensure their continued success, and any other suitable responsibilities according to particular needs. In one embodiment, governance body <b>44</b><i>a </i>may manage these responsibilities by exception reporting through ongoing performance review meetings. Governance body <b>44</b><i>b </i>may address technology concerns, which may involve setting technology strategies and standards for the enterprise and ensuring that projects <b>18</b> and programs <b>20</b> are consistent with these strategies and standards. Governance body <b>44</b><i>b </i>may review deviations from these strategies and standards for possible inclusion in business and technology strategies <b>28</b> or to identify possible alternatives. Governance body <b>44</b><i>c </i>may address enterprise change control review and approvals. This may involve ensuring that the business environment of the enterprise maintains operational integrity, which may require production readiness reviews for projects <b>18</b> and programs <b>20</b> that have reached milestones that add functionality and value into the business environment. Governance body <b>44</b><i>c </i>may provide as a major deliverable a formal decision with respect to particular projects <b>18</b> or programs <b>20</b> regarding whether to pursue the project <b>18</b> or program <b>20</b>. Although three particular governance bodies <b>44</b> are described as examples, the present invention contemplates any suitable governance bodies <b>44</b> or combinations of governance bodies <b>44</b> according to particular needs.

0040As illustrated in <figref idref="DRAWINGS">FIG. 4</figref>, EPO <b>22</b> may support governance bodies <b>44</b> and governance bodies <b>44</b> may use outputs from EPO <b>22</b> to manage various aspects of the enterprise. EPO <b>22</b> may assist project management level <b>12</b> and program management level <b>14</b> throughout the life cycle of a project <b>18</b> or program <b>20</b>, respectively, with identification, analysis, coordination, performance reporting, or any other suitable functions according to particular needs. EPO <b>22</b> may also communicate with one or more stakeholders <b>46</b>. Stakeholders <b>46</b> may include persons, groups, or institutions involved in or affected by a project <b>18</b> or program <b>20</b>. Stakeholders may include those individuals or groups whose support and buy-in are critical to successful implementation of a project <b>18</b> or program <b>20</b>. For example, primary stakeholders <b>46</b> may be those ultimately affected, either positively (e.g., beneficiaries) or negatively (e.g., those involuntarily resettled). Secondary stakeholders <b>46</b> may include various intermediaries related to project <b>18</b> or program <b>20</b>, such as suppliers and vendors who are supporting various aspects of the implementation of the project <b>18</b> or program <b>20</b>. Key stakeholders <b>46</b> may be those who can significantly influence, or are important to the success of a project <b>18</b> or program <b>20</b>.

0041Returning to <figref idref="DRAWINGS">FIG. 3</figref>, EPO processes <b>36</b> may provide a way to bring information related to projects <b>18</b> and programs <b>20</b> into EPO <b>22</b> for coordination, consolidation, analysis, and integration. EPO processes <b>36</b> may produce reporting deliverables, which may be inputs for several enterprise functions such as, for example, enterprise operating frameworks, investment strategy planning, enterprise integration planning, and governance.

0042In one embodiment, for example and without limitation, EPO processes <b>36</b> may include enterprise request management process <b>36</b><i>a</i>, enterprise scope management process <b>36</b><i>b</i>, enterprise communication management process <b>36</b><i>c</i>, enterprise value management process <b>36</b><i>d</i>, enterprise human resource management process <b>36</b><i>e</i>, enterprise issue management process <b>36</b><i>f</i>, enterprise risk management process <b>36</b><i>g</i>, enterprise performance monitoring process <b>36</b><i>h</i>, enterprise quality management process <b>36</b><i>i</i>, enterprise financial management process <b>36</b><i>j</i>, enterprise procurement management process <b>36</b><i>k</i>, and any other suitable EPO process, singly or in any suitable combination. The present invention contemplates any suitable number and types of EPO processes <b>36</b> according to particular needs. Furthermore, a particular EPO process <b>36</b> may contain one or more EPO sub-processes suitable for carrying out the particular EPO process <b>36</b>. Certain of these example EPO processes <b>36</b> are described in detail below.

0043Enterprise Request Management Process

0044In one embodiment, enterprise request management process <b>36</b><i>a </i>may be divided into two sub-processes, initiate request sub-process and estimate summary sub-process.

0045The enterprise request management-initiate request sub-process may be used to initiate a request for a new project <b>18</b> or program <b>20</b> and may provide a high-level overview of what the proposed project <b>18</b> or program <b>20</b> is intended to deliver and how that may be achieved. This structure may allow for prioritization at appropriate levels of the enterprise. The initiate request sub-process may be used to provide rough estimates to help determine funding requirements and to identify benefits/value, time lines, and major risks of projects <b>18</b> and programs <b>20</b>. The initiate request sub-process may help prevent project <b>18</b> and program <b>20</b> delays before deployment and help a requestor of a project <b>18</b> or program <b>20</b> to identify critical information.

0046The initiate request sub-process may help assess the alignment of the proposed project <b>18</b> or program <b>20</b> to corporate strategies, as well as possibly assessing integration with existing systems and other projects <b>18</b> and programs <b>20</b>. Forms associated with the initiate request sub-process may be used to provide a consistent way to initiate a request for a new project <b>18</b> or program <b>20</b> in order to assist in ease of decision-making. For example, these initiate request forms may include inquiries into the cost of a particular project <b>18</b> or program <b>20</b>. In certain embodiments, funding for all new projects <b>18</b> and programs <b>20</b> within the scope of EPO <b>22</b> is determined through the initiate request sub-process.

0047EPO <b>22</b> may facilitate the approval process for all requests for projects <b>18</b> and programs <b>20</b>. Once a new project <b>18</b> or program <b>20</b> request is received, EPO <b>22</b> may perform an initial assessment of the request and record the information on a request log. EPO <b>22</b> may provide recommendations to governance structure <b>38</b> and may also schedule and facilitate one or more reviews of the request with the appropriate governance bodies <b>44</b>. The requestor may receive an e-mail or other communication from EPO <b>22</b> indicating the date and time for the scheduled governance structure reviews. The requestor may be required to provide information at these reviews. In certain embodiments, documentation for projects <b>18</b> and programs <b>20</b> may be made available to EPO <b>22</b> when requested. Subsequent to the reviews, EPO <b>22</b> may communicate a decision from governance structure <b>38</b> indicating that the request was approved (continue to the next EPO process <b>36</b>), stopped (initiate a close-down EPO process <b>36</b> that may be monitored by EPO <b>22</b>), or redirected (which may include an instruction to make changes and re-submit the request or to put the request on hold).

0048If the initiate request sub-process results in approval to proceed to the next step, the requestor may be required to continue to the enterprise request management-estimate summary sub-process before final approval for a project <b>18</b> or program <b>20</b> may be given.

0049<figref idref="DRAWINGS">FIG. 5</figref> illustrates an example enterprise request management-initiate request sub-process <b>47</b>. At step <b>100</b>, a project or program manager <b>48</b> may request a new project <b>18</b> or program <b>20</b>, respectively. This may involve identifying an executive sponsor of the project <b>18</b> or program <b>20</b> and contacting EPO <b>22</b> for assistance in determining the executive sponsor. It may also be beneficial to select an executive sponsor within governance structure <b>38</b> to assist with approvals for project <b>18</b> or program <b>20</b>. Requesting a new project <b>18</b> or program <b>20</b> may also involve performing self-assessments to determine how the request maps to, for example, organizational business strategies, technology strategies, enterprise processes, and budgetary priorities. EPO <b>22</b> may assist with such a self-assessment. Furthermore, the category of the project <b>18</b> or program <b>20</b> may be determined at step <b>100</b>.

0050<figref idref="DRAWINGS">FIG. 6</figref> illustrates example categories <b>60</b> for projects <b>18</b> and programs <b>20</b>. In one embodiment, projects <b>18</b> and programs <b>20</b> may be first categorized as emergency <b>60</b><i>a</i>, minor <b>60</b><i>b</i>, or major <b>60</b><i>c</i>. Requests illustrated with a solid line <b>62</b> may be within the normal scope of EPO <b>22</b> (and thus initiate request sub-process <b>47</b>), although exceptions may occur. For example, in the illustrated embodiment, only projects <b>18</b> and programs <b>20</b> categorized as major <b>60</b><i>c </i>fall within the scope of EPO <b>22</b>. Certain criteria, which may be established by EPO <b>22</b> and governance structure <b>38</b>, may be used to determine if a project <b>18</b> or program <b>20</b> is within the scope of EPO <b>22</b>. In one embodiment, criteria for making this determination may include, for example: whether a project <b>18</b> takes more than a predetermined number of hours; whether a program spans multiple projects <b>18</b>, processes or functional areas, or business units; whether a project <b>18</b> or program <b>20</b> is handled outside of normal maintenance schedules; and any other suitable criteria. It may be preferable for governance structure <b>38</b> to define and approve these criteria. Initially a project <b>18</b> or program <b>20</b> may not meet any of these criteria. In that case, when there is a change in the scope of a project <b>18</b> or program <b>20</b>, the project or program manager <b>48</b> of the project <b>18</b> or program <b>20</b> may need to re-evaluate the project <b>18</b> or program <b>20</b> to determine if it meets the criteria. These scope changes may be cumulative, so project or program manager <b>48</b> may need to consider all the scope changes for the project <b>18</b> or program <b>20</b> when re-evaluating to determine if it meets the criteria.

0051If the project <b>18</b> or program <b>20</b> meets the criteria, then its project or program manager <b>48</b> may need to follow initiate request sub-process <b>47</b>. If the request for a project <b>18</b> or program <b>20</b> satisfies at least one of these criteria, then its project or program manager <b>48</b> may complete an initiate request form, which may accommodate all requests that fall within the scope of EPO <b>22</b>. The project <b>18</b> or program <b>20</b> may also be categorized as external <b>60</b><i>d </i>or internal <b>60</b><i>e </i>to the enterprise associated with EPO <b>22</b>, and relating to investment <b>60</b><i>f</i>, support <b>60</b><i>g</i>, or any other suitable category. If funding is required to complete an estimate summary, then the funding requirements may also be specified in a costs section of the initiate request form.

0052Returning to <figref idref="DRAWINGS">FIG. 5</figref>, at step <b>102</b>, a request for a project <b>18</b> or program <b>20</b> may be reviewed. The project or program manager <b>48</b> of the project <b>18</b> or program <b>20</b> may initially review the request with his or her external stakeholders <b>46</b>. Project or program manager <b>48</b> may also be required to obtain documented approvals from external stakeholders <b>46</b>, if applicable, and from the executive sponsor. At step <b>104</b>, EPO <b>22</b> may register, validate, and analyze the request. EPO <b>22</b> may verify an approval from external stakeholders <b>46</b> and the executive sponsor, which may have occurred at step <b>102</b>. EPO <b>22</b> may assign a request identifier number to the request, update a request log, and acknowledge receipt of the request. Other activities of EPO <b>22</b> associated with step <b>104</b> may include, for example: ensuring the request is not a duplicate of another project <b>18</b> or program <b>20</b>, ensuring the initiate request form is complete, clarifying information on the initiate request form, reviewing the project <b>18</b> or program <b>20</b> to determine if it should be tracked by EPO <b>22</b> or by another organization, analyzing the request to ensure that it fits within the various corporate strategies, determining if other external stakeholders <b>46</b> or executive sponsors should review the request before it is submitted to governance structure <b>38</b> (if other reviews are necessary, the request may be re-submitted after it is approved), and determining which governance bodies <b>40</b> need to review the request and when. EPO <b>22</b> may document the results of this analysis and its recommendations and may also notify project or program manager <b>48</b> of the recommendations of EPO <b>22</b> and which governance structure reviews will take place.

0053At step <b>106</b>, new requests may be compiled. EPO <b>22</b> may submit the request assessment, recommendation, and any supporting documentation generated at step <b>104</b> to an appropriate governance structure facilitator, who may add the information to an agenda and distribute it to governance structure members. At step <b>108</b>, new requests may be reviewed. In one embodiment, governance structure reviews may be prioritized based on outstanding requests across the enterprise. At step <b>110</b>, governance structure <b>38</b> makes a decision as to whether to proceed. Once the reviews are complete, governance structure <b>38</b> may make a decision whether to approve proceeding to the next EPO process <b>36</b> (or sub-process if applicable), which is the enterprise request management-estimate summary sub-process in this example.

0054In addition, governance structure <b>38</b> may require a formal business value review process of a value proposition. The business value review process may validate the performance of project <b>18</b> or program <b>20</b>, identifying any high-risk areas to be resolved. EPO <b>22</b> may notify project or program manager <b>48</b> of the decision of governance structure <b>38</b>. If governance structure <b>38</b> does not grant approval to proceed (i.e. stops or redirects project <b>18</b> or program <b>20</b>), a reason and direction to resubmit the request may be given. EPO <b>22</b> may have further discussions with project or program manager <b>48</b> regarding the impact of the project <b>18</b> or program <b>20</b> not being approved. If the request for the project <b>18</b> or program <b>20</b> is approved, the requestor may proceed to the enterprise request management-estimate summary sub-process.

0055Returning to <figref idref="DRAWINGS">FIG. 3</figref>, the second sub-process of enterprise request management process <b>36</b><i>a</i>, the estimate summary sub-process, may be used to submit detailed estimates, funding requirements, and benefits/value for a project or program request, possibly providing a single point of information consolidation for projects <b>18</b> and programs <b>20</b>. This structure may allow for prioritization at appropriate levels of the enterprise. The estimate summary sub-process may be used to refine any rough estimates to help determine funding requirements, and to identify benefits, time lines, and major resource requirements, issues, and risks of projects <b>18</b> and programs <b>20</b>, including the proposed technology approach or recommendation. The estimate summary sub-process may help prevent project <b>18</b> or program <b>20</b> delays before deployment and help the project or program manager <b>48</b> of a project <b>18</b> or program <b>20</b> to identify critical information.

0056One or more estimate summary forms may be used to provide a consistent way to document a request for a new project <b>18</b> or program <b>20</b> in order to assist in ease of decision-making. As discussed above with reference to enterprise request management-initiate request sub-process <b>47</b>, it may be desirable to categorize a project <b>18</b> or program <b>20</b> to determine if it falls within the scope of EPO <b>22</b> according to certain criteria. It is possible that a project <b>18</b> or program <b>20</b> may not meet the criteria to be within the scope of EPO <b>22</b>. If this occurs, a reevaluation process substantially similar to the one discussed above with reference to initiate request sub-process <b>47</b> may be executed.

0057EPO <b>22</b> may perform an initial assessment of the detailed estimates, funding requirements, and business benefits/value for a project or program request and update the request log. EPO <b>22</b> may provide recommendations to governance structure <b>38</b> and schedule and facilitate the reviews with the appropriate governance bodies <b>44</b>. Project or program manager <b>48</b> may receive an e-mail or other communication from EPO <b>22</b> indicating the date and time for the scheduled governance structure reviews. Project or program manager <b>48</b> may be required to provide information at these reviews. Subsequent to the reviews, EPO <b>22</b> may communicate a decision from governance structure <b>38</b> indicating that the request was approved, stopped, or redirected.

0058If the request is approved, the information submitted in the enterprise request management-initiate request sub-process <b>47</b> and the enterprise request management-estimate summary sub-process may become the baseline for the approved project <b>18</b> or program <b>20</b>. Any changes to this baseline may be submitted through another suitable EPO process <b>36</b>, such as enterprise scope management process <b>36</b><i>c </i>(discussed below). After approval, project <b>18</b> or program <b>20</b> may enter into enterprise performance monitoring process <b>36</b><i>h </i>or any other suitable EPO process <b>36</b> that an approved project <b>18</b> or program <b>20</b> should follow according to particular needs.

0059<figref idref="DRAWINGS">FIG. 7</figref> illustrates an example enterprise request management-estimate summary sub-process <b>64</b>. At step <b>200</b>, a project or program estimate summary is created. In one embodiment, a project or program manager <b>48</b> creates the project or program estimate summary. Outputs from project management level <b>12</b>, program management level <b>14</b>, or other suitable methodologies may aid in the preparation of the estimate summary. For example, this may include outputs regarding scope management, performance monitoring, financial management, value management, or any other suitable outputs. In addition, a form from program management level <b>14</b> describing the benefits of a program <b>20</b> may be created, along with a financial breakdown. Step <b>200</b> may also include the completion of an estimate summary form, which may accommodate all requests that fall within the scope of EPO <b>22</b>. The estimate summary form may be part of the initiate request form used to complete the enterprise request management-initiate request sub-process <b>47</b>. The initiate request form may be updated to include the estimate summary information.

0060At step <b>202</b>, the project or program estimate summary may be reviewed. In order to obtain documented approvals, project or program manager <b>48</b> may review the estimate summary and other documents that were created at step <b>200</b> with any stakeholders <b>46</b> and executive sponsors who approved the initiate request form. At step <b>204</b>, EPO <b>22</b> may record, validate, and analyze the project or program estimate summary. EPO <b>22</b> may verify approvals of the estimate summary submitted by any stakeholders <b>46</b> and executive sponsors and may update the request log and acknowledge receipt of the estimate summary. EPO <b>22</b> may also, for example: ensure that a business value review occurred; ensure the estimate summary form is complete; clarify information on the estimate summary form; review the project <b>18</b> or program <b>20</b> to ensure it is aligned with corporate and organizational strategies; determine if other stakeholders <b>46</b> or executive sponsors should review the estimate summary before it is submitted to governance structure <b>38</b> (if other reviews are necessary, the estimate summary may be re-submitted after they are approved); determine which governance bodies <b>44</b> need to review the estimate summary and when; and provide a recommendation on the priority of the project <b>18</b> or program <b>20</b> associated with the estimate summary. EPO <b>22</b> may document the results of this analysis and the EPO recommendation, and may notify project or program manager <b>48</b> of the EPO recommendation and which reviews will take place.

0061At step <b>206</b>, EPO <b>22</b> may compile the estimates determined at step <b>202</b>. EPO <b>22</b> may submit the request assessment, recommendation, and any supporting documentation generated at step <b>202</b> to an appropriate governance structure facilitator, who may add the information to the agenda and distribute it to the appropriate governance structure members. At step <b>208</b>, governance structure <b>38</b> may review the estimate summary compiled and submitted by EPO <b>22</b> at step <b>204</b>. Reviews with governance structure <b>38</b> may be prioritized based on outstanding requests across the enterprise. At step <b>210</b>, governance structure <b>38</b> may make a decision whether to approve the project <b>18</b> or program <b>20</b> for funding and/or to start the project <b>18</b> or program <b>20</b>. Governance structure <b>38</b> may address the funding and timing of funds before approval. EPO <b>22</b> may notify project or program manager <b>48</b> or stakeholders <b>46</b> of the decision of governance structure <b>38</b>. If governance structure <b>38</b> does not grant approval to proceed (i.e. stops or redirects the project <b>18</b> or program <b>20</b>), a reason and direction to re-submit the request may be given. EPO <b>22</b> may have further discussions with project or program manager <b>48</b> regarding the impact of the project <b>18</b> or program <b>20</b> not being approved. If the project <b>18</b> or program <b>20</b> request is approved, EPO <b>22</b> may contact its associated project or program manager <b>48</b> or stakeholders <b>46</b> for orientation. Governance structure <b>38</b> may also decide that additional business value reviews are required.

0062Enterprise Scope Management Process

0063Returning to <figref idref="DRAWINGS">FIG. 3</figref>, enterprise scope management process <b>36</b><i>b </i>may be used to bring scope changes of projects <b>18</b> or programs <b>20</b> to the attention of governance structure <b>38</b>. The scope of projects <b>18</b> and programs <b>20</b> may be approved in the enterprise request management-initiate request sub-process <b>47</b> or in the enterprise request management-estimate summary sub-process <b>64</b>. As described above with reference to enterprise request management process <b>36</b><i>a</i>, this approved scope may be a shared and agreed-upon high-level understanding by all stakeholders <b>46</b> as to why a project <b>18</b> or program <b>20</b> should be undertaken; what risks may be incurred by undertaking and/or not undertaking the project <b>18</b> or program <b>20</b>; what deliverables will be created to achieve the expected benefits; what the project <b>18</b> or program <b>20</b> will require to succeed; how and when the project <b>18</b> or program <b>20</b> will be completed; how much the project <b>18</b> or program <b>20</b> will cost; what depends on the project <b>18</b> or program <b>20</b> and what is the project <b>18</b> or program <b>20</b> dependant upon; or any other suitable issues. A scope change may be anything that affects one or more of these issues, and a scope change may be any alteration to the scope of a project <b>18</b> or program <b>20</b>. In certain embodiments, once the scope of a project <b>18</b> or program <b>20</b> has been approved (i.e. base-lined), the scope may be refined but may not be expanded or contracted without going through enterprise scope management process <b>36</b><i>b</i>. In certain embodiments, work resulting from a scope change of a project <b>18</b> or program <b>20</b> may not be started before governance structure <b>38</b> reviews and approves the scope change. A scope change may require an adjustment to the cost or schedule of the project <b>18</b> or program <b>20</b> affected by the scope change.

0064Project or program managers <b>48</b> may use a scope change request form to engage EPO <b>22</b> and governance structure <b>38</b> in scope changes of projects <b>18</b> and programs <b>20</b>. Enterprise scope management process <b>36</b><i>b </i>may ensure scope changes affecting projects <b>18</b> and programs <b>20</b> are identified, approved, managed, and implemented in an appropriate manner, and may collect metrics data on the effectiveness of the process for governance structure <b>38</b>. The information tracked by project management level <b>12</b> and program management level <b>14</b> may be available to EPO <b>22</b> during execution of enterprise scope management process <b>36</b><i>b</i>. Specifically, it may be preferable for a scope management log of a project <b>18</b> or program <b>20</b> to be current and available to EPO <b>22</b> if requested. EPO <b>22</b>, as part of its oversight function, may periodically review and coordinate impact analysis of the scope management logs of projects <b>18</b> and programs <b>20</b> to ensure scope changes are being managed per the standards determined in project management level <b>12</b> and program management level <b>14</b>. Furthermore, EPO <b>22</b> may collaborate with various other internal organizations, provide a way to escalate scope changes of projects <b>18</b> and programs <b>20</b> to governance structure <b>38</b>, or take any other suitable measures. The identification, approval, management, and implementation of necessary scope changes to projects <b>18</b> and programs <b>20</b> may be the responsibility of the project or program manager <b>48</b> of a particular project <b>18</b> or program <b>20</b>. In certain embodiments, scope changes may be identified at any level of the organization, including by EPO <b>22</b> and governance structure <b>38</b>; however, it may be desirable to manage scope changes at the lowest organizational level possible.

0065Approval by governance structure <b>38</b> may be required to approve a scope change when certain thresholds of change are exceeded. It may be desirable for governance structure <b>38</b> to review these thresholds, and reset them if necessary. The thresholds may apply to the scope change of an individual project <b>18</b> or program <b>20</b>, or to the aggregate scope change for all projects <b>18</b> and programs <b>20</b> affected by the scope change. For example, if a scope change requires one hundred effort-hours within a project <b>18</b> or program <b>20</b> but causes six hundred effort-hours of work within dependant projects <b>18</b> or programs <b>20</b>, then the scope change may exceed a schedule change threshold and requires approval. Additionally, if a project <b>18</b> or program <b>20</b> experiences several scope changes that are below the threshold but would exceed the threshold when summed, the scope changes may be combined in a change package. This change package may be escalated for approval. For example, if a project <b>18</b> or program <b>20</b> has four changes that require one hundred fifty effort-hours each (a total of 600 effort-hours), a change package may be created to include all four changes when the fourth change is needed.

0066<figref idref="DRAWINGS">FIG. 8</figref> illustrates an example enterprise scope management process <b>36</b><i>b</i>. At step <b>300</b>, a project or program manager <b>48</b> may identify and document a need for a scope change. This may be done using scope change management processes established in project management level <b>12</b> and program management level <b>14</b>. At step <b>302</b>, project or program manager <b>48</b> may follow enterprise scope management processes established in project management level <b>12</b> and program management level <b>14</b>. For example, scope change management processes at project level <b>12</b> may be used for project 18-level scope changes, while scope change management processes at program management level <b>14</b> may be used for program 20-level scope changes.

0067At step <b>304</b>, project or program manager <b>48</b> may decide whether the scope change exceeds EPO <b>22</b> thresholds. In certain embodiments, if a scope change exceeds one or more of the predefined thresholds, the scope change must be escalated to EPO <b>22</b>. At step <b>306</b>, project or program manager <b>48</b> may decide if additional funding is needed to complete an estimate for the scope change. If the scope change is of sufficient magnitude that developing an estimate for the scope change may not be covered by the existing budget for the project <b>18</b> or program <b>20</b>, then the project or program manager <b>48</b> may request additional funding for the creation of the estimate.

0068At steps <b>310</b> and <b>322</b>, if the scope change exceeds one or more of the predetermined thresholds, then project or program manager <b>48</b> may create and submit a scope change request form to EPO <b>22</b>. Depending on the procedure set up between governance structure <b>38</b> and project or program manager <b>48</b> as part of the initiation of the project <b>18</b> or program <b>20</b>, the governance structure <b>38</b> may require a review of scope change requests before submission to EPO <b>22</b> (see step <b>312</b> below). This review step may not affect that submission of a scope change request may be required if the project <b>18</b> or program <b>20</b> exceeds one or more of the predetermined thresholds. If additional funding to create the estimate is determined to be necessary at step <b>306</b>, project or program manager <b>48</b> may complete only a portion of the scope change form at step <b>310</b>. If the estimate has already been created, project or program manager <b>48</b> may complete the entire scope change form at step <b>322</b>.

0069At steps <b>312</b> and <b>324</b>, the scope change request may undergo a review step. This review may be conducted by a third part such as a change control structure or stakeholder <b>46</b> at step <b>312</b>, or by the program or project manager <b>48</b> at step <b>324</b> before the request is forwarded to EPO <b>22</b>. At steps <b>314</b> and <b>326</b>, EPO <b>22</b> may record, validate, and analyze the scope change request. This may involve EPO <b>22</b> notifying project or program manager <b>48</b> of receipt of the scope change request form, conducting further research (e.g., impact analysis) if necessary, and creating a recommendation on the scope change request. At steps <b>316</b> and <b>328</b>, EPO <b>22</b> may compile one or more of the scope change requests received for a reporting period that will be escalated to governance structure <b>38</b>, as well as review prioritization and any recommendations of EPO <b>22</b>, and escalate them to an appropriate governance body <b>44</b>.

0070At steps <b>318</b> and <b>330</b>, governance structure <b>38</b> may review the scope change requests and corresponding EPO <b>22</b> recommendations. Governance structure <b>38</b> may decide that the scope change request is completely or partially approved, the scope change request is denied, the scope change request should be forwarded to a different governance structure <b>38</b> with a communication including the reason the request is being forwarded and/or a request for a specific action to be taken, or that any other suitable action should be taken. At steps <b>320</b> and <b>332</b>, governance structure <b>38</b> may decide on the scope change request, and EPO <b>22</b> may communicate the decision of governance structure <b>38</b> to project <b>18</b>, program <b>20</b>, or project or program manager <b>48</b>. Before approving a scope change, governance structure <b>38</b> may address the sources and timing of any required funding for the scope change. If the request was for additional funding needed to create an estimate, then the project or program manager <b>48</b> of the relevant project <b>18</b> or program <b>20</b> may need to proceed through steps <b>322</b>-<b>332</b>.

0071Enterprise Communication Management Process

0072Returning to <figref idref="DRAWINGS">FIG. 3</figref>, enterprise communication management process <b>36</b><i>c </i>may include a communication management plan to facilitate effective operation of EPO <b>22</b>. The communication management plan described below is presented as an example only. This communication management plan may be modified according to particular needs to allow EPO <b>22</b> to share information with project and program managers <b>48</b> and governance structure <b>38</b>. The communication management plan may facilitate the flow of information regarding projects <b>18</b> and programs <b>20</b>, which may be paramount to efficient and successful execution of projects <b>18</b> and programs <b>20</b>, and successful tracking and reporting by EPO <b>22</b>. The information may be coordinated through all EPO processes <b>36</b> and may affect governance structure <b>38</b>, oversight, and executive leadership. EPO <b>22</b> may be responsible for ensuring accurate and timely updates on the progress of each project <b>18</b> and program <b>20</b> and reporting to governance structure <b>38</b>. For projects that fall within the scope of EPO <b>22</b>, project and program managers <b>48</b> may expect that: status reporting may be required throughout the life cycle of a project <b>18</b> or program <b>20</b>; health checks may be required throughout the life cycle of a project <b>18</b> or program <b>20</b> (a health check may be an assessment designed to provide ongoing insight of the management practices of projects <b>18</b> and programs <b>20</b>); corrective action plans may be required for actions identified during health checks or business value reviews; methodologies from project management level <b>12</b> and program management level <b>14</b> may be implemented; new project <b>18</b> and program <b>20</b> requests may be processed through enterprise request management <b>47</b>; performance monitoring may include approval, updates, and governance structure <b>38</b> decisions and feedback; benefits/value monitoring may include providing status and reporting of project <b>18</b> and program <b>20</b> benefit/value realization; and any other suitable expectations.

0073<figref idref="DRAWINGS">FIG. 9</figref> illustrates an example communication management plan <b>66</b> and example interdependencies of manager interfaces <b>68</b>, EPO interfaces <b>70</b>, and governance interfaces <b>72</b>. Manager interfaces <b>68</b> may include project or program interfaces with EPO processes <b>36</b>, automated tools <b>74</b>, EPO oversight <b>76</b>, corporate methods <b>78</b>, and an EPO web site <b>80</b>, or any other suitable interfaces. According to the project or program interface with EPO processes <b>36</b>, it may be desirable for project and program managers <b>48</b> to be well versed with corporate standards for management of projects <b>18</b> and programs <b>20</b>. In addition, it may be preferable for project or program managers <b>48</b> to understand and use EPO processes <b>36</b>. With respect to the project or program interface with automated tools <b>74</b>, a project- or program-reporting dashboard may be an automated tool <b>74</b> used for project or program tracking, such as a mechanism for capturing and reporting various performance indicators. The project- or program-reporting dashboard may require information about a project <b>18</b> or program <b>20</b> to be set up at the beginning of project or program management. The required information may include overview, budget, number of resources expended, and other issues for projects <b>18</b> or programs <b>20</b>. The fully established project <b>18</b> or program <b>20</b> setup in project- or program-reporting dashboard, possibly along with regular updates on project or program status, may be the basis for executive status and reporting. Additionally, this information may be used to analyze benefit/value realization due to a project <b>18</b> or program <b>20</b>.

0074According to the project or program interface with EPO oversight <b>76</b>, projects <b>18</b> and programs <b>20</b> may need to provide selected project or program management deliverables for the EPO oversight process. The intent of EPO oversight <b>76</b> is to review standard project and program components. The two primary forms of EPO oversight <b>76</b> may be business value reviews for key projects <b>18</b> or programs <b>20</b> and health checks. In either case, deficiencies may require a corrective action plan, which may need to be completed for project <b>18</b> or program <b>20</b> to proceed. According to the project or program interface with corporate methods <b>78</b>, projects <b>18</b> or programs <b>20</b> may be expected to use the appropriate corporate methods <b>78</b> during certain phases. The tools and techniques to be employed by projects <b>18</b> or programs <b>20</b> may include methodologies developed in project management level <b>12</b> and program management level <b>14</b>. According to the project or program interface with EPO web site <b>80</b>, EPO web site <b>80</b> may provide a central repository and guide for information, tools, processes, and techniques necessary for projects <b>18</b> or programs <b>20</b>. EPO web site <b>80</b> may be used to educate project or program managers <b>48</b> about the role of EPO <b>22</b>; find and download EPO processes <b>36</b>; receive the status on requests, changes, issues, and risks; review the integrated project or program schedule; access related web sites; access web sites implementing methodologies associated with project management level <b>12</b> and program management level <b>14</b>; and for any other suitable purpose.

0075EPO interfaces <b>70</b> may include interfaces with EPO processes <b>36</b>, automated tools <b>74</b>, EPO oversight <b>76</b>, governance bodies <b>44</b>, enterprise communications <b>82</b>, EPO web site <b>80</b>, program monitoring <b>84</b>, or any other suitable interfaces. According to EPO interface with EPO processes <b>36</b>, EPO processes <b>36</b> may be created with input from corporate methods <b>78</b>, industry best practices, and the collective experience of various project or program teams. Each EPO process <b>36</b> may include a process model, written procedures, templates, and links, and may be available online using EPO web site <b>80</b> for use by projects <b>18</b> or programs <b>20</b>. According to the EPO interface with automated tools <b>74</b>, project or program manager <b>48</b> may enter new projects <b>18</b> or programs <b>20</b> into the project- or program-reporting dashboard. This initial information may come primarily from the scope and value proposition documents. Project or program manager <b>48</b> may also make the project- or program-reporting dashboard updates. Project- or program- reporting dashboard training and documentation may be available online using EPO web site <b>80</b>. The project or program data entered into the reporting dashboard may be the foundation for all reporting and tracking done by EPO <b>22</b>. EPO <b>22</b> staff may assist project or program manager <b>48</b> as necessary to effectively load and maintain the project or program profile and status information.

0076According to the EPO interface with EPO oversight <b>76</b>, business value reviews may be one form of EPO oversight <b>76</b>. Business value reviews may be required at the end of a project or program management phase. In addition, health checks may be required at any phase of a project <b>18</b> or program <b>20</b>, and they may be self-assessments or assessments by members of EPO <b>22</b>. According to the EPO interface with governance bodies <b>40</b>, EPO <b>22</b> may direct the channel of information between the projects <b>18</b> or programs <b>20</b> and governance structure <b>38</b>. This function may include providing notification of governance structure decisions, providing consolidated reporting on one or more projects <b>18</b> or programs <b>20</b>, conducting and reporting on business value reviews, conducting and reporting on health checks, and any other suitable functions. According to the EPO interface with enterprise communications <b>82</b>, EPO <b>22</b> may provide input to announcements posted using EPO web site <b>80</b> or otherwise communicated to the enterprise. This data is provided as requested and is distributed by enterprise communications <b>82</b>. In addition, a variety of project or program information suitable for wide-audience distribution may be distributed through enterprise communications <b>82</b>.

0077The EPO interface with EPO web site <b>80</b> may include EPO process <b>36</b> input, training documents, tailoring project outputs, and program monitoring <b>84</b>. EPO process <b>36</b> input may include the EPO processes <b>36</b> available using EPO web site <b>80</b>. The training documents may include electronic presentations suitable as overviews or for training, and may be made available using EPO web site <b>80</b>. The outputs from tailoring EPO processes <b>36</b> may be located in a project workbook available using EPO web site <b>80</b>. Program monitoring <b>84</b> may include handling a number of reporting deliverables, which may exist with input from EPO processes <b>36</b>. This may include project- or program-reporting dashboard updates; project or program schedule updates; and any issues, risks or changes for the reporting period. Project and program managers <b>48</b> may be expected to provide data and input for the above reports. For example, project or program managers <b>48</b> may be require to report project- or program-reporting dashboard updates as changes occur, schedule and milestone progress and accomplishments, any new issues or issue resolution, any new risks or risk status updates, any changes to scope or financial status, or any other suitable data.

0078Governance interfaces <b>72</b> may include an interface with EPO <b>22</b> or any other suitable interfaces. According to governance interface with EPO <b>22</b>, it may be preferable for EPO <b>22</b> to provide governance structure administration from initiation of a project <b>18</b> or program <b>20</b> to benefit/value realization from project <b>18</b> or program <b>20</b>. This may be executed in any suitable way and be as comprehensive as desired. It may be required that EPO communication with governance structure <b>38</b> be documented, comprehensive, and provide for administration. Governance interface with EPO <b>22</b> may include setting agendas based on submitted requests and escalated items; facilitating meetings with a governance structure <b>38</b> sponsor; maintaining minutes and proceedings, recorded and referenceable; maintaining decision and action item logs; maintaining meeting processes and templates; and any other suitable features.

0079Enterprise Issue Management Process

0080Returning to <figref idref="DRAWINGS">FIG. 3</figref>, enterprise issue management process <b>36</b><i>f </i>may be used to bring project or program issues to the attention of governance structure <b>38</b>. An issue may be anything that may adversely affect the success of project <b>18</b> or program <b>20</b>. For example, an issue may be a point of controversy, debate, or concern such as a matter in dispute. Issue resolution may be the responsibility of project or program managers <b>48</b>. Issues may be identified at any level of the organization, including by EPO <b>22</b> and governance structure <b>38</b>. It may be preferable for issues to be resolved at the lowest organizational level possible. In one embodiment, an issue that cannot be resolved at any particular level of the organization should be escalated to a higher level to ensure the issue is brought to the attention of appropriate parties and resolved.

0081Project and program managers <b>48</b> may use an issue management escalation form to engage EPO <b>22</b> and governance structure <b>38</b> on project or program issues. In one embodiment, unresolved issues should be escalated to the next level of leadership within a predetermined period of time after the target resolution date or if the unresolved issues meet enterprise escalation criteria such as affecting more than one project <b>18</b> or program <b>20</b>. Enterprise issue management process <b>36</b><i>f </i>may ensure that issues affecting projects <b>18</b> or programs <b>20</b> are identified, managed, and resolved in an appropriate manner and collect metrics data on the effectiveness of the process for governance structure <b>38</b>. It may be preferable for each project <b>18</b> or program <b>20</b> to follow the methodologies of project management level <b>12</b> and program management level <b>14</b>. Specifically, the issue management log of a project <b>18</b> or program <b>20</b> should be current and available to EPO <b>22</b> if requested. EPO <b>22</b>, as part of its oversight function, may periodically review the issue management log of a project <b>18</b> or program <b>20</b> to ensure issues are being managed per the standards of project management level <b>12</b> and program management level <b>14</b>. As an example, EPO <b>22</b> may be involved in issue resolution (pending governance structure approval) if an issue affects more than one project <b>18</b> or program <b>20</b>, if an issue is not resolvable at the project or program level, if an issue has not been resolved within a predetermined maximum time frame of the specified target date, or for any other suitable reason according to particular needs. To accomplish these tasks, EPO <b>22</b> may conduct a periodic review of the issue log of each project <b>18</b> or program <b>20</b>, collaborate with various other organizations and/or stakeholders, provide a way to escalate project or program issues to governance structure <b>38</b>, and carry out any other suitable functions.

0082<figref idref="DRAWINGS">FIG. 10</figref> illustrates an example enterprise issue management process <b>36</b><i>f</i>. At step <b>400</b>, a project or program manager <b>48</b> may identify and document an issue associated with a project <b>18</b> or program <b>20</b>. In one embodiment, project or program manager <b>48</b> may document the issue using the methodologies of project management level <b>12</b> and program management level <b>14</b>. At step <b>402</b>, project or program manager <b>48</b> may follow the enterprise issue management processes of project management level <b>12</b> and program management level <b>14</b>. The enterprise issue management process for project management level <b>12</b> should be used for project-level issues, while the enterprise issue management process for program management level <b>14</b> should be used for program-level issues. At step <b>404</b>, project or program manager <b>48</b> may decide if the issue satisfies the escalation criteria of EPO <b>22</b>. If the issue satisfies the escalation criteria of EPO <b>22</b>, project or program manager <b>48</b> may create and submit an issue management escalation form to EPO <b>22</b> at step <b>406</b>. At step <b>408</b>, the issue request may undergo a review step. This may occur if required by a third party (such as the project or program sponsor) or by the project or program manager <b>48</b> before the request is forwarded to EPO <b>22</b>.

0083At step <b>410</b>, EPO <b>22</b> may record, validate, and analyze the issue escalation request. EPO <b>22</b> may notify project or program manager <b>48</b> of receipt of the issue escalation request, conduct further research if necessary, create a recommendation on the issue escalation request, and perform any other suitable functions. At step <b>412</b>, issue escalation requests that will be escalated to governance structure <b>38</b> may be compiled by EPO <b>22</b>, along with the recommendations of EPO <b>22</b>. At step <b>414</b>, governance structure <b>38</b> may review issue escalation requests and EPO recommendations, and make a decision regarding the issue escalation request. Governance structure <b>38</b> may review the issue escalation requests in a substantially similar manner to that described above with reference to <figref idref="DRAWINGS">FIG. 7</figref>. Governance structure <b>38</b> may decide that it can resolve the issue, that the issue can be remanded to project or program manager <b>48</b> with specific action items to be taken to resolve it, that the issue can be forwarded to a different governance body <b>44</b> with a communication including the reason the issue is being forwarded and/or a request for a specific action to be taken, or that other suitable action should be taken. At step <b>416</b>, EPO <b>22</b> may communicate the decision of governance structure <b>38</b> to project or program manager <b>48</b>.

0084Risk Management

0085Returning to <figref idref="DRAWINGS">FIG. 3</figref>, enterprise risk management process <b>36</b><i>g </i>may be used to escalate risks associated with projects <b>18</b> and programs <b>20</b> to the attention of governance structure <b>38</b>. A risk may be anything that may adversely affect the success of a project <b>18</b> or program <b>20</b>, but its occurrence is still uncertain. For example, a risk may be a potential situation that might jeopardize, delay, or negatively impact a project <b>18</b> or program <b>20</b>. Enterprise risk management process <b>36</b><i>g </i>may be the responsibility of project or program manager <b>48</b>. Risks may be identified at any level of the organization, including by EPO <b>22</b> and governance structure <b>38</b>. It may be desirable for risks to be managed at the lowest organizational level appropriate. In one embodiment, a risk that cannot be managed at any particular level of the organization must be escalated to ensure the risk is brought to the attention of appropriate parties and managed effectively.

0086Enterprise risk management process <b>36</b><i>g </i>may ensure that risks affecting projects <b>18</b> or programs <b>20</b> are identified and managed in an appropriate manner and collect metrics data on the effectiveness of the process for governance structure <b>38</b>. It may be preferable for each project <b>18</b> and program <b>20</b> to follow the methodologies of project management level <b>12</b> and program management level <b>14</b>, respectively. Specifically, the risk management log of a project <b>18</b> or program <b>20</b> should be current and available to EPO <b>22</b> if requested. EPO <b>22</b>, as part of its oversight function, may periodically review the risk management log of a project <b>18</b> or program <b>20</b> to ensure risks are being managed per the standards of project management level <b>12</b> and program management level <b>14</b>. As an example, EPO <b>22</b> may be involved in risk resolution (pending governance structure approval) if an effective risk response cannot be developed by project or program manager <b>48</b>, a risk plan has not been created within a predetermined maximum time period from the specified target date, an identified risk has not been acted upon within a predetermined maximum time period from the specified target date, or for any other suitable reason according to particular needs.

0087<figref idref="DRAWINGS">FIG. 11</figref> illustrates an example enterprise risk management process <b>36</b><i>g</i>. At step <b>500</b>, a project or program manager <b>48</b> may identify and document a risk associated with a project <b>18</b> or program <b>20</b>. In one embodiment, project or program manager <b>48</b> may document the risk using the enterprise risk management processes of project management level <b>12</b> and program management level <b>14</b>. At step <b>502</b>, project or program manager <b>48</b> may follow the enterprise risk management processes of project management level <b>12</b> and program management level <b>14</b>. In one embodiment, the enterprise risk management process of project management level <b>12</b> should be used for project-level risks, while the enterprise risk management process of program management level <b>14</b> should be used for program-level risks. At step <b>504</b>, project or program manager <b>48</b> may decide if the risk satisfies the escalation criteria of EPO <b>22</b>. If the risk satisfies the escalation criteria, project or program manager <b>48</b> may create and submit a risk management escalation form to EPO <b>22</b> at step <b>506</b>. At step <b>508</b>, the escalated risk request may undergo a review step. This may occur if required by a third party (such as the sponsor of project <b>18</b> or program <b>20</b>) or by project or program manager <b>48</b> before the request is forwarded to EPO <b>22</b>.

0088At step <b>510</b>, EPO <b>22</b> may record, validate, and analyze the risk management escalation form. EPO <b>22</b> may notify project or program manager <b>48</b> of receipt of the risk management escalation form, conduct further research if necessary, create a recommendation on the risk, and perform any other suitable functions. At step <b>512</b>, EPO <b>22</b> may compile one or more escalated risks and EPO recommendations regarding the risks for governance structure review. At step <b>514</b>, governance structure <b>38</b> may review escalated risks and their corresponding EPO recommendations, and make a decision regarding the risks. Governance structure <b>38</b> may review the risk escalation requests in a substantially similar manner to that described above with reference to <figref idref="DRAWINGS">FIG. 7</figref>. Governance structure <b>38</b> may decide that the risk can be recognized by governance structure <b>38</b>, that the risk can be assigned to the appropriate project or program manager <b>48</b> with specific action items to be taken to mitigate it, that the risk can be forwarded to a different governance body <b>44</b> with a communication including the reason the risk is being forwarded and/or a request for a specific action to be taken, or that other suitable action should be taken. At step <b>516</b>, EPO <b>22</b> may communicate the decision of governance structure <b>38</b> to project or program manager <b>48</b>.

0089Enterprise Performance Monitoring Process

0090Returning to <figref idref="DRAWINGS">FIG. 3</figref>, enterprise performance monitoring process <b>36</b><i>h </i>may be used to understand integration points at a program level and to show interdependencies. Each project or program manager <b>48</b> may be required to create and maintain a schedule that includes common EPO requirements, and submit progress status to EPO <b>22</b> as required to reflect current status of projects <b>18</b> and programs <b>20</b>. Enterprise performance monitoring process <b>36</b><i>h </i>may provide a common schedule status and reporting structure for any project <b>18</b> or program <b>20</b> that is identified to be monitored. In one embodiment, EPO <b>22</b> requires that each project <b>18</b> or program <b>20</b> have and regularly update a schedule, each schedule has common EPO milestone standards incorporated for enterprise consolidation and status reporting, inter-project or inter-program dependencies are identified and tracked, and other suitable information is reported. For example, this reporting schedule may include establishing and regularly updating project- or program-reporting dashboards as discussed above with reference to <figref idref="DRAWINGS">FIG. 9</figref>. Through this common reporting structure, EPO <b>22</b> may be able to combine project and program schedules to complete a high-level integrated enterprise schedule that may be reviewed by governance structure <b>38</b> and other stakeholders <b>46</b>, providing integrated visibility into projects <b>18</b> and programs <b>20</b>.

0091<figref idref="DRAWINGS">FIG. 12</figref> illustrates an example enterprise performance monitoring process <b>36</b><i>h</i>. In certain embodiments, enterprise performance monitoring process <b>36</b><i>h </i>may begin following formal approval of a project <b>18</b> or program <b>20</b> through enterprise request management process <b>36</b><i>a</i>. In one embodiment, enterprise performance monitoring process <b>36</b><i>h </i>may be divided into two distinct phases; an initial schedule build phase and an ongoing schedule maintenance phase.

0092At step <b>600</b> of the initial schedule build phase, a project or program schedule may be created. Project <b>18</b> or program <b>20</b> may construct the schedule from high-level milestones that may be submitted for approval during enterprise request management process <b>36</b><i>a</i>. These milestones may include significant events during project <b>18</b> or program <b>20</b> such as, for example, the completion of a deliverable. In certain embodiments, all dates must mirror dates found in the request management forms or approved changes submitted through enterprise scope management process <b>36</b><i>b</i>. It may be necessary for a project or program manager <b>48</b> to reconcile that the completion date of the project or program schedule is correct. Furthermore, certain milestones may be used to communicate significant events including benefits/value realization and requirements implementation. It may be necessary for certain milestones to be tracked by every project <b>18</b> or program <b>20</b> for the enterprise view, and some may need to be synchronized with benefits/value realization and requirements implementation. These milestones may include the start of a project <b>18</b> or program <b>20</b>, the completion of a start-up phase, the completion of a planning phase, the completion of an execution phase, one or more release deployments, the completion of a closedown phase, and any other suitable milestones according to particular needs. If formal business value reviews are necessary, the milestones may be added.

0093At step <b>602</b>, leadership may review the project or program schedule. Project or program manager <b>48</b> may review the schedule with others such as the team, peers, external stakeholders <b>46</b>, and executive sponsors before sending it to EPO <b>22</b>. In certain embodiments, this step may be optional. When the review is complete, project or program manager <b>48</b> sends the project or program schedule to EPO <b>22</b>. At step <b>604</b>, EPO <b>22</b> may record, validate, and analyze the project <b>18</b> or program <b>20</b> schedule. If the project <b>18</b> or program <b>20</b> schedule is missing any required milestones, the schedule may be sent back for rework. EPO <b>22</b> may ensure that all necessary information is on the schedule, reference the dates from the enterprise request management sub-processes —initiate request and estimate summary to verify consistency, and analyze the components of the schedule for completeness. At step <b>606</b>, if questions arise and/or rework is deemed necessary, an EPO performance monitoring coordinator may contact project or program manager <b>48</b> and the method proceeds to step <b>608</b>. The EPO performance monitoring coordinator may notify project or program manager <b>48</b> that rework is necessary and what is needed to correct the problem. If no rework is necessary at step <b>606</b>, the method proceeds to step <b>610</b>.

0094At step <b>610</b>, the EPO performance monitoring coordinator may compile and integrate the approved project or program milestone schedules for presentation to one or more governance bodies <b>44</b> to meet the needs of governance structure <b>38</b>. EPO <b>22</b> may perform analysis and integrate with other EPO processes <b>36</b>. At step <b>612</b>, governance structure <b>38</b> may review the enterprise-integrated schedule. At step <b>614</b>, if the governance structure review is satisfactory, any necessary feedback and information may be communicated by EPO <b>22</b> to project or program manager <b>48</b> and other appropriate parties. If the review is unsatisfactory, governance structure <b>38</b> may choose to start, stop, redirect, or assist project <b>18</b> or program <b>20</b> based on the information collected by enterprise performance monitoring process <b>36</b><i>h </i>and any other suitable EPO processes <b>36</b>. An ongoing schedule maintenance phase of enterprise performance monitoring process <b>36</b><i>h </i>may include substantially similar steps. The ongoing schedule maintenance phase may help ensure that projects <b>18</b> or programs <b>20</b> remain on track, considering current milestone completion dates.

0095Enterprise Financial Management Process

0096Returning to <figref idref="DRAWINGS">FIG. 3</figref>, enterprise financial management process <b>36</b><i>j </i>may be used to capture select project- or program-level financial data and report financial information to various EPO <b>22</b> constituencies. Enterprise financial management process <b>36</b><i>j </i>may establish minimum project or program financial management standards in collaboration with other organizations; monitor the financial management of approved projects <b>18</b> or programs <b>20</b> in progress; capture financial progress data of approved projects <b>18</b> or programs <b>20</b> in progress in collaboration with other internal or external organizations; report financial information to stakeholders <b>46</b>; develop an integrated financial management view across projects <b>18</b> or programs <b>20</b> under EPO oversight <b>76</b>; collect metrics data on the effectiveness of the process for governance structure <b>38</b>; and perform any other suitable functions. Enterprise financial management process <b>36</b><i>j </i>may track cost data at the benefit/value and requirement levels. Benefits/value realization which tracks the financial benefits/value derived from projects <b>18</b> or programs <b>20</b> may be the task of a value management EPO process <b>36</b> (shown in <figref idref="DRAWINGS">FIG. 3</figref>).

0097The initial cost estimate and financial cost model for a project <b>18</b> or program <b>20</b> may be developed as part of enterprise request management process <b>36</b><i>a</i>. Enterprise financial management process <b>36</b><i>j </i>may create a more detailed project or program financial plan or budget.

0098To accomplish its objectives, EPO <b>22</b> may capture monthly selected data for approved projects <b>18</b> or programs <b>20</b> in progress, periodically review the financial management tracking and reporting systems of each project <b>18</b> or program <b>20</b>, collaborate with various other organizations, and perform any other suitable functions according to particular needs. Project or program manager <b>48</b> may be responsible for the budget or other financial plan of project <b>18</b> or program <b>20</b> and for meeting the requirements of enterprise financial management process <b>36</b><i>j. </i>

0099It may be desirable for all projects <b>18</b> or programs <b>20</b> to follow the practices of project management level <b>12</b> and program management level <b>14</b>, and the information tracked by these practices may be made available to enterprise financial management process <b>36</b><i>j</i>. For example, the financial plan, master schedule, and cost information of projects <b>18</b> or programs <b>20</b> should be current and available to EPO <b>22</b> on request. EPO <b>22</b>, as part of its oversight function, may periodically review the financial plan, master schedule, and cost information of a project <b>18</b> or program <b>20</b> to ensure project or program finances are being managed according to the standards of project management level <b>12</b> and program management level <b>14</b>.

0100As described in this document, there are two kinds of benefits —financial and non-financial. To be considered a “benefit,” the value and achievement of the benefit must be measurable (that is, financial benefits return a dollar value, non-financial benefits return a metric value). “Requirement” is used to denote an item that a project <b>18</b> or program <b>20</b> provides, but whose value and/or achievement may not be measurable. Requirements may be reserved for legally mandated or other mandatory types of work, such as contractual obligations. Within enterprise financial management process <b>36</b><i>j</i>, financial and cost information may be captured and analyzed only for benefits. This information is used to develop financial measures (such as return on investment (ROI), effects on corporate profitability, and return on time). For requirements, only cost information may be tracked. This information is focused primarily on cost variance analysis. In general, projects <b>18</b> or programs <b>20</b> should provide benefits.

0101In one embodiment, enterprise financial management process <b>36</b><i>j </i>involves an overall process of financial tracking, which actually begins during enterprise request management process <b>36</b><i>a</i>. For example, within enterprise request management process <b>36</b><i>a</i>, certain project or program details may be specified, for example: expected high-level benefits and requirements; how benefit achievement is defined and measured; expected resources needed (costs); expected completion timeframe (preliminary schedule) for each expected benefit, requirement, or project or program deliverable; sources of funds for project <b>18</b> or program <b>20</b>; and any other suitable items. To make sound financial decisions about proposed projects <b>18</b> or programs <b>20</b>, it may be necessary to capture these items at the benefit and requirement level. That is, it may be necessary to define the expected value, cost, and completion timeframe for each benefit and requirement provided by project <b>18</b> or program <b>20</b>. Enterprise request management process <b>36</b><i>a </i>may result in setting initial project or program baselines. These baselines may be used to perform financial and cost variance analysis on the ongoing progress of project <b>18</b> or program <b>20</b>. In certain embodiments, these baselines may be refined, but cannot be expanded or contracted without going through enterprise scope management process <b>36</b><i>b. </i>

0102The set-up of project or program financial tracking may continue into enterprise performance monitoring process <b>36</b><i>h</i>. Enterprise performance monitoring process <b>36</b><i>h </i>may add a level of sophistication to financial tracking usually not required below this level. In project- or program-level work, the master schedule may be broken down to show how each expected benefit and requirement may be created. Each benefit or requirement may be broken down into the one or more deliverables that create the benefit or requirement and the one or more releases in which the deliverables will be implemented. Additionally, assuming that a release is paired with a schedule milestone, a schedule milestone may be created to show when each benefit or requirement becomes available or in which release it will become available. This information may enable costs to be matched to the benefit or requirement provided, enable the tracking of progress on a benefit- or requirement-specific basis, enable management of benefits realization, enable value analysis, and enable other suitable functions. It may be desirable to schedule activities on a benefit or requirement-specific basis. For activities that cross multiple benefits or requirements, such as for example an initial meeting or software modules used in multiple places, a cost-allocation scheme may be beneficial.

0103Financial tracking may also extend into enterprise financial management process <b>36</b><i>j</i>. In one embodiment, approved projects <b>18</b> or programs <b>20</b> must provide EPO <b>22</b> with information so that EPO <b>22</b> can develop an integrated financial view of ongoing project or program activity and monitor the financial progress of projects <b>18</b> or programs <b>20</b>. This information may include, for example: a list of benefits or requirements project <b>18</b> or program <b>20</b> provides (source: the approved request from enterprise request management process <b>36</b><i>a</i>); how benefits achievement and value will be measured (source: the approved request); the sources and timing of funding (source: the financial plan of the project or program budget); the total budget allocated to each benefit or requirement (source: the financial plan of project <b>18</b> or program <b>20</b>); when benefits or requirements and deliverables will be completed (source: the master schedule milestones); and, on a monthly basis, total costs incurred for each benefit or requirement for variance analysis (budgeted vs. actual costs) (source: the master schedule and cost tracking).

0104It may be desirable for EPO <b>22</b> to generate this information internally (for example, from enterprise request management process <b>36</b><i>a </i>and enterprise performance monitoring process <b>36</b><i>h</i>). However, it may be the responsibility of a project or program manager <b>48</b> to provide the information upon request and to inform EPO <b>22</b> of changes in the information through other EPO processes <b>36</b> (for example, enterprise scope management process <b>36</b><i>b</i>, enterprise issue management process <b>36</b><i>f</i>, enterprise risk management process <b>36</b><i>g</i>, and performance monitoring <b>36</b><i>h</i>).

0105<figref idref="DRAWINGS">FIG. 13</figref> illustrates an example enterprise financial management process <b>36</b><i>j</i>. At step <b>700</b>, a project or program manager <b>48</b> may create a project or program financial plan. Project or program manager <b>48</b> may document the financial plan using standards derived from project management level <b>12</b> and program management level <b>14</b>. It may be necessary to synchronize the information in the financial plan with the baselines created in enterprise request management process <b>36</b><i>a</i>. It may also be desirable to update the financial plan with any approved changes to a project <b>18</b> or program <b>20</b> generated through enterprise scope management process <b>36</b><i>b</i>. At step <b>702</b>, project or program manager <b>48</b> may integrate the financial plan with the master schedule (generated by enterprise performance monitoring process <b>36</b><i>h</i>). In one embodiment, project or program manager <b>48</b> ties the project or program financial plan to the project or program master schedule on a monthly basis. This may allow the monthly budget breakdown to be tied to the scheduled work for the month. At step <b>704</b>, project or program manager <b>48</b> may capture the actual project or program costs incurred during a month. Project or program manager <b>48</b> may also prepare a monthly cost report and submit it to EPO <b>22</b>.

0106At step <b>706</b>, EPO <b>22</b> may record, validate, and analyze all the monthly cost reports within the enterprise. For each monthly cost report, EPO <b>22</b> may notify project or program manager <b>48</b> of receipt of the monthly cost report, log the monthly cost report, validate and review the monthly cost report, generate variance analysis and summary or otherwise integrated totals, do further research (for example, impact analysis) if necessary, integrate the information with other project or program cost reports, or perform any other suitable functions. At step <b>708</b>, EPO <b>22</b> may update an EPO financial management log, along with any recommendations developed from its review and analysis. The EPO financial management log may also be submitted to governance structure <b>38</b> for review. In one embodiment, the EPO financial management log is submitted to governance structure <b>38</b> monthly. At step <b>710</b>, governance structure <b>38</b> may review the EPO financial management log and take action, if necessary.

0107<figref idref="DRAWINGS">FIG. 14</figref> illustrates an example life cycle <b>85</b> for a project <b>18</b> or program <b>20</b> from a request management phase <b>86</b>, through a project or program management phase <b>87</b>, to a value management phase <b>88</b>. In one embodiment, request management phase <b>86</b> may include governance bodies <b>44</b><i>a </i>and <b>44</b><i>b</i>, as well as enterprise request management process <b>36</b><i>a</i>. Project or program management phase <b>87</b> may include governance bodies <b>44</b><i>a</i>, <b>44</b><i>b</i>, and <b>44</b><i>c</i>, as well as various EPO processes <b>36</b>. Project or program management phase <b>87</b> may also include project- or program-reporting dashboards, scheduling tools, or any other suitable tools. Value management phase <b>88</b> may include governance body <b>44</b><i>a </i>and benefits/value tracking. Request management phase <b>86</b>, project or program management phase <b>87</b>, and value management phase <b>88</b> may each include business value analysis.

0108<figref idref="DRAWINGS">FIG. 15</figref> illustrates an example rollout schedule <b>86</b> of EPO processes <b>36</b>, incorporating a number of releases <b>88</b> of particular EPO processes <b>36</b> over a predetermined time period <b>90</b>. For example, certain EPO processes <b>36</b> may be utilized in the first quarter of a fiscal year, while different or additional EPO process <b>36</b> are utilized in the second quarter. Each subsequent release <b>88</b> of EPO processes <b>36</b> may incorporate continuous improvement feedback obtained from the user community. For example, in release <b>88</b><i>a</i>, enterprise request management process <b>36</b><i>a </i>is used. In release <b>88</b><i>b</i>, enterprise request management process <b>36</b><i>a </i>may be updated with continuous improvement feedback and may upgrade to the next version. If no improvements are necessary, the new release <b>88</b><i>b </i>may contain the same version as the previous release <b>88</b><i>a</i>. In certain embodiments, a business value review process <b>36</b> may be leveraged into releases <b>88</b>. Business value review process <b>36</b> may assess the business and technical aspects of projects <b>18</b> and programs <b>20</b> and may highlight areas of risk. Business quality management review process <b>36</b> may also ensure that problems or inadequacies are identified early in life cycles <b>85</b> of projects <b>18</b> and programs <b>20</b>, that the scope of a project <b>18</b> or program <b>20</b> is well defined, and that any gaps and overlaps with other projects <b>18</b> or programs <b>20</b> are addressed.

0109Release <b>88</b><i>a </i>includes example EPO processes <b>36</b>, which may be included in an initial release. EPO processes <b>36</b> illustrated in release <b>88</b><i>a </i>(and all releases <b>88</b> in rollout schedule <b>86</b>) are examples only. Any suitable number and types of EPO processes <b>36</b> may be included according to particular needs. These needs may be determined by examining the size, maturity, resources, or other suitable characteristics of the enterprise.

0110<figref idref="DRAWINGS">FIG. 16</figref> illustrates an example system <b>800</b> enabling establishment of an enterprise-specific EPO <b>22</b> and an associated enterprise-specific EPO web site <b>80</b> using an EPO toolkit. System <b>800</b> includes a server system <b>802</b>, which supports an EPO toolkit <b>804</b> coupled to a database <b>806</b>. EPO toolkit <b>804</b> provides certain features to assist each of one or more client systems <b>808</b> in the establishment of a corresponding enterprise-specific EPO <b>22</b> and associated enterprise-specific EPO web site <b>80</b>. In general, EPO toolkit <b>802</b> receives a request from a client system <b>808</b>, retrieves appropriate information from database <b>806</b>, presents the information to client system <b>808</b>, receives selections and other input from client system <b>808</b>, and compiles and packages components of an enterprise-specific EPO web site <b>80</b> for an enterprise-specific EPO <b>22</b>. EPO web site <b>80</b> may be downloaded for installation at client system <b>808</b> or, alternatively, installed at server system <b>802</b> for access using client system <b>808</b>.

0111In one embodiment, server system <b>802</b> is coupled to multiple distributed client systems <b>808</b>. Client systems <b>808</b> may be physically distributed, being in different physical locations geographically remote from each other and from server system <b>802</b>, or logically distributed, being at approximately the same location as other client systems <b>808</b> and server system <b>802</b>. Each client system <b>808</b> may be coupled to server system <b>802</b> using one or more computer buses, local area networks (LANs), metropolitan area networks (MANs), wide area networks (WANs), a global computer network such as the Internet, or any other wireline, optical, wireless, or other links.

0112Each client system <b>808</b> may operate using a different client platform, or two or more clients systems <b>808</b> may operate using identical client platforms. For example, suitable client platforms for EPO management might include, without limitation, WINDOWS NT, WINDOWS 2000, WINDOWS 98, WINDOWS ME, WINDOWS XP, UNIX, and DOS. Server system <b>802</b>, database <b>806</b>, and client systems <b>808</b> may each include an appropriate combination of hardware and software associated with one or more computer systems at one or more locations. These components of system <b>800</b> may share data storage, communications, or other resources according to particular needs. Each computer system may include one or more suitable input devices, output devices, mass storage media, processors, memory, or other components for receiving, processing, storing, and communicating information according to the operation of system <b>800</b>.

0113Client system <b>808</b> submits a request to establish EPO web sites <b>80</b> using EPO toolkit <b>804</b> of server system <b>802</b>. In one embodiment, client system <b>808</b> accesses EPO toolkit <b>804</b> using an associated web browser. EPO toolkit <b>804</b> provides certain tools <b>810</b> that assist a user associated with client system <b>808</b> to establish an EPO web site <b>80</b> for the associated enterprise. Tools <b>810</b> may be stored on database <b>806</b>, accessible to EPO toolkit <b>804</b>. As part of establishing an EPO website <b>80</b>, EPO toolkit <b>804</b> may allow the user to register with server system <b>802</b> using a registration form <b>810</b><i>a</i>. For example, using registration form <b>810</b><i>a</i>, EPO toolkit <b>804</b> may request the name of the user, the user's telephone number, the user's e-mail address, the name of the enterprise, the line of business of the enterprise, the country in which the enterprise operates, and any other suitable information according to particular needs. EPO toolkit <b>804</b> may present the user with an option to review introductory materials <b>810</b><i>b </i>regarding establishing and operating an EPO <b>22</b> and an EPO web site <b>80</b>. Introductory materials <b>810</b><i>b </i>may include an overview and background regarding EPOs <b>22</b> and an EPO web sites <b>80</b>, their purpose, their value, a listing of their components, and any other suitable information according to particular needs.

0114EPO toolkit <b>804</b> may present the user with deployment support materials <b>810</b><i>c</i>, providing certain instructions and recommendations for establishing an EPO <b>22</b> and an associated EPO web site <b>80</b> for the enterprise. In one embodiment, before the user may access deployment support materials <b>810</b><i>c</i>, the user must register with server system <b>802</b>, using registration form <b>810</b><i>a </i>for example, as described above. In one embodiment, EPO toolkit <b>804</b> uses deployment support materials <b>810</b><i>c </i>to recommend approximately eighty percent of the specifics the user needs to set up EPO <b>22</b>, while the user provides the remaining approximately twenty percent. Deployment support materials <b>810</b><i>c </i>may include a deployment schedule <b>812</b> suggesting how to implement EPO processes <b>36</b> or other components of EPO <b>22</b>. In one embodiment, EPO toolkit <b>804</b> recommends a generic deployment schedule <b>812</b> to all users requesting set-up of an EPO <b>22</b> and associated EPO web site <b>80</b>. Users may be able to customize deployment schedule <b>812</b> according to particular needs, considering the size of the associated enterprises and their budgets for example.

0115Deployment support materials <b>810</b><i>c </i>may include EPO processes <b>36</b> along with forms and templates <b>814</b> for establishing and executing EPO processes <b>36</b>. Deployment support materials <b>810</b><i>c </i>may include example documentation and educational materials <b>816</b> regarding EPO processes <b>36</b> and the various committees recommended for proper implementation in certain embodiments of EPO <b>22</b>, such as governance board <b>38</b>. In one embodiment, EPO toolkit <b>804</b> recommends generic information regarding deployment support materials <b>810</b><i>c </i>to all users requesting set-up of an EPO <b>22</b> and associated EPO web site <b>80</b>. Users may be able to customize deployment support materials <b>810</b><i>c </i>according to particular needs, considering the size of the associated enterprises and their budgets for example.

0116Deployment support materials <b>810</b><i>c </i>may include a web site shell <b>818</b> for implementing an enterprise-specific EPO web site <b>80</b>. A user may be able to download web site shell <b>818</b> to associated client system <b>808</b> to establish an EPO web site <b>80</b> for the corresponding enterprise. In one embodiment, web site shell <b>818</b> is a zip package containing a directory structure and all files (HTML pages, assets, and images for example) associated with an initial build of EPO web site <b>80</b>. Web site shell <b>818</b> may be downloaded and installed on a platform associated with client system <b>808</b>. Alternatively, EPO web site <b>80</b> may be installed on server system <b>802</b> and made accessible to client system <b>808</b> in a secure manner.

0117Web site shell <b>818</b> may be generic such that any user begins with the same web site shell <b>818</b>. Before or after components of web site shell <b>818</b> are installed, before components of web site shell <b>818</b> are downloaded for example, the user may be able to customize some or all of these components according to particular needs. As an example, a user may download web site shell <b>818</b> to the user's associated client system <b>808</b>. The user may then customize the downloaded web site shell <b>818</b> or particular components of web site shell <b>818</b> for installation on a platform associated with client system <b>808</b>. A user may customize EPO web site <b>80</b> according to the nature, size, or budget of the associated enterprise for example. As another example, a user may use a client system <b>808</b> to customize web site shell <b>818</b> at server system <b>802</b>. Server system <b>802</b> may compile and package selected components of EPO web site shell <b>818</b>, such as the customized components, to create EPO web site <b>80</b> and may communicate those components to client system <b>808</b> for installation of EPO web site <b>80</b> on client system <b>808</b>. Alternatively, as described above, server system <b>802</b> may compile and package the selected components of web site shell <b>818</b> for installation of EPO web site <b>80</b> on server system <b>802</b>, EPO web site <b>80</b> being made accessible to client system <b>808</b> in a secure manner. In certain embodiments, the compiled and packaged components of EPO web site shell <b>818</b> may include generic components not customized by the user.

0118<figref idref="DRAWINGS">FIG. 17</figref> illustrates an example logical arrangement of example EPO tools <b>810</b> that client systems <b>808</b> may access using EPO toolkit <b>804</b> of server system <b>802</b>. The content and arrangement of tools <b>810</b> illustrated in <figref idref="DRAWINGS">FIG. 17</figref> merely represent a non-limiting example of tools <b>810</b> of EPO toolkit <b>804</b>. Tools <b>810</b> illustrated may not be required and others not listed may be included and still fall within the spirit and scope of the present invention. As described above, deployment support materials <b>810</b><i>c</i>, for example, may represent recommendations and may be customizable by a user associated with a client system <b>808</b>.

0119<figref idref="DRAWINGS">FIG. 18</figref> illustrates an example method for establishing an enterprise-specific EPO <b>22</b> and associated enterprise-specific EPO web site <b>80</b> using EPO toolkit <b>804</b>. At step <b>900</b>, a user associated with a client system <b>808</b> accesses EPO toolkit <b>804</b> of server system <b>802</b>. At step <b>902</b>, the user selects to register with server system <b>802</b>. EPO toolkit <b>804</b> accesses database <b>806</b> to retrieve registration form <b>810</b><i>a </i>at step <b>904</b> and presents registration form <b>810</b><i>a </i>to the user at step <b>906</b>. At step <b>908</b>, the user submits completed registration form <b>810</b><i>a </i>to server system <b>802</b>. At step <b>910</b>, the user selects to view introductory materials <b>810</b><i>b</i>. EPO toolkit <b>804</b> accesses database <b>806</b> to retrieve introductory materials <b>810</b><i>b </i>at step <b>912</b> and presents introduction <b>810</b><i>b </i>to the user at step <b>914</b>.

0120At step <b>916</b>, the user selects web site shell <b>818</b> and at step <b>918</b>, EPO toolkit <b>804</b> retrieves web site shell <b>818</b>. At step <b>920</b>, EPO toolkit <b>804</b> provides web site shell <b>818</b> to the user. In one embodiment, server system <b>802</b> may communicate web site shell <b>818</b> to client system <b>808</b> associated with the user for customization. In another embodiment, web site shell <b>818</b> may be customized at server system <b>802</b>. At step <b>922</b>, the user determines whether to customize web site shell <b>818</b> to create an enterprise-specific EPO web site <b>80</b> with features particular to the corresponding enterprise. If the user desires to customize web site shell <b>818</b>, the user does so at step <b>924</b>. When the user has completed customization of web site shell <b>818</b> or if the user does not desire to customize web site shell <b>818</b>, web site shell <b>818</b> is complete at step <b>926</b>. At step <b>928</b>, EPO web site <b>80</b> is installed. As described above, in one embodiment, after customization at client system <b>808</b>, EPO web site <b>80</b> may be installed at client system <b>808</b>. In another embodiment, after customization at server system <b>802</b>, server system <b>802</b> may compile and package web site shell <b>818</b> and communicate web site shell <b>818</b> to client system <b>808</b> for installation of EPO web site <b>80</b>. In another embodiment, after customization at server system <b>802</b>, server system <b>802</b> may compile and package web site shell <b>818</b> for installation of EPO web site <b>80</b> on server system <b>802</b>. In certain embodiments, the compiled and packaged components of EPO web site shell <b>818</b> may include generic components not customized by the user.

0121At step <b>930</b>, the user selects deployment support materials <b>810</b><i>c </i>and, at step <b>932</b>, EPO toolkit <b>804</b> retrieves deployment support materials <b>810</b><i>c</i>. At step <b>934</b>, EPO toolkit <b>804</b> presents deployment support materials <b>810</b><i>c </i>to the user. In one embodiment, server system <b>802</b> may communicate deployment support materials <b>810</b><i>c </i>to client system <b>808</b> associated with the user for customization. In another embodiment, deployment support materials <b>810</b><i>c </i>may be customized at server system <b>802</b>. At step <b>936</b>, the user selects a first deployment support material <b>810</b><i>c</i>. For example, the user may select documentation and educational materials <b>816</b> regarding EPO processes <b>36</b>. As another example, the user may select a particular EPO process <b>36</b>. At step <b>938</b>, the user determines whether to customize the first deployment support material <b>810</b><i>c </i>selected at step <b>936</b>. If the user desires to customize the first deployment material <b>810</b><i>c</i>, the user does so at step <b>940</b>.

0122When the user has completed customization of the first deployment support material <b>810</b><i>c </i>or if the user does not desire to customize first deployment support material <b>810</b><i>c</i>, the first deployment support material <b>810</b><i>c </i>is complete at step <b>942</b> and the user determines whether to select another deployment support material <b>810</b><i>c </i>at step <b>944</b>. If the user desires to select another deployment support material <b>810</b><i>c</i>, the user does so at step <b>946</b> and the method returns to step <b>938</b> to make a determination regarding customization of this deployment support material <b>810</b><i>c</i>. Otherwise, if the user does not desire to select another deployment support material <b>810</b><i>c</i>, information needed to establish the enterprise-specific EPO web site <b>80</b> is complete at step <b>942</b>. At step <b>948</b>, deployment support materials <b>810</b><i>c </i>are installed. As described above, in one embodiment, after customization at client system <b>808</b>, deployment support materials <b>810</b><i>c </i>may be installed at client system <b>808</b>. In another embodiment, after customization at server system <b>802</b>, server system <b>802</b> may compile and package selected deployment support materials <b>810</b><i>c </i>and communicate selected deployment support materials <b>810</b><i>c </i>to client system <b>808</b> for installation. In another embodiment, after customization at server system <b>802</b>, server system <b>802</b> may compile and package selected deployment support materials <b>810</b><i>c </i>for installation on server system <b>802</b>. Steps <b>928</b> and <b>948</b> may be performed at the same or different times according to particular needs. In practice, the steps of the method may be performed in any suitable order and may overlap in whole or in part.

0123Although the present invention has been described with several embodiments, diverse changes, substitutions, variations, alterations, and modifications may be suggested to one skilled in the art, and it is intended that the invention encompass all such changes, substitutions, variations, alterations, and modifications as fall within the spirit and scope of the appended claims.